Mail Surveys and Response Rates: A Literature Review

Kanuk, Leslie; Berenson, Conrad

doi:10.1177/002224377501200408

Cited by 414 publications

(272 citation statements)

References 69 publications

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“…According to this notion, the responses of the initial distribution were compared with the responses from the subsequent reminder email. No statistically significant differences were found, indicating that sample selection bias (Kanuk and Berenson 1975;Oppenheim 1966) does not seem to constitute a significant threat to the study's validity.…”

Section: Methodsmentioning

confidence: 87%

Mapping the successful succession process in family firms: evidence from Greece

Pyromalis

Vozikis

2009

Int Entrep Manag J

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The succession process in family firms has by far been determined to be the most critical phase in the family business life-cycle (e.g. Morris et al. Journal of Business Venturing 18:513-531, 1997;Wang et al. 2000) and characterized as the period in which most family firm fatalities occur (Handler and Kram Family Business Review 1: 1988). This paper is an empirical study on Greek family firms and seeks to identify the critical success factors that have a major impact on the outcome of a generational transition in the leadership of the family firm. Based on an integrated conceptual framework proposed by Pyromalis et al. (2006), we test the impact of five factors, namely the incumbent's propensity to step aside, the successor's willingness to take over, the positive family relations and communication, succession planning, and the successor's appropriateness and preparation on both the satisfaction of the stakeholders with the succession process and the effectiveness of the succession process per se. The results provide a useful insight and confirm the importance of the aforementioned factors in the succession process by mapping a safe passage through the family business succession process, and by contributing not only to the overall family business literature but also generating strong arguments in favor of the family firm as an integral entrepreneurial element for a region's sustainable economic development.

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Section: Methodsmentioning

confidence: 87%

Mapping the successful succession process in family firms: evidence from Greece

Pyromalis

Vozikis

2009

Int Entrep Manag J

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“…This approach is based on the assumption that nonrespondents are more similar to late respondents than to early respondents (Kanuk and Berenson 1975;Oppenheim 1966). No statistically significant differences were discovered, mitigating the concern for potential nonresponse bias.…”

Section: Samplementioning

confidence: 99%

Innovativeness in family firms: a family influence perspective

et al. 2010

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“…To address potential non-response bias in our study, we differentiated our respondents into early and late respondents and tested for differences between the two groups as late respondents are considered more similar to non-respondents (Kanuk and Berenson 1975;Oppenheim 1966). This is a useful approach if objective data from non-respondents are unavailable (for a recent example, see Chrisman et al 2005).…”

Section: Participants and Proceduresmentioning

confidence: 99%

Harmony, Justice, Confusion, and Conflict in Family Firms: Implications for Ethical Climate and the “Fredo Effect”

2011

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Family firm leaders acting as stewards of a close-knit enterprise may attempt to build a positive atmosphere of trust, clarity, and cohesiveness in the firm's operation. Yet, conditions unique to family firms may lead some family members to develop a heightened sense of entitlement and weaker bonds to the organization. This creates conditions for a Fredo effect, where a family member's incompetence, opportunistic behaviors, and/or ethically dubious actions can impede the firm's success, potentially resulting in a scandal that could lead to the firm's demise and negative economic impact on employees, customers, and other stakeholders. Surveying 147 family-firm members, we examine the role that linkages among perceptions of family harmony norms, distributive fairness, role ambiguity, and relationship conflict play in the emergence of a family member who acts as an impediment to the firm, which can be manifested in damaging unethical behaviors. As hypothesized, family harmony norms and fairness perceptions are negatively related to family impediment, while role ambiguity is positively related to family impediment. However, relationship conflict mediates these connections, underscoring the potential damage this type of conflict can create in a family firm, even if leaders of the firm attempt to establish conditions that reflect a stewardship approach to firm governance. We discuss how these findings impact the development of an ethical climate in the family firm and the implications for family business survival or scandal.

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Mail Surveys and Response Rates: A Literature Review

Cited by 414 publications

References 69 publications

Mapping the successful succession process in family firms: evidence from Greece

Mapping the successful succession process in family firms: evidence from Greece

Innovativeness in family firms: a family influence perspective

Harmony, Justice, Confusion, and Conflict in Family Firms: Implications for Ethical Climate and the “Fredo Effect”

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